Xem 1-20 trên 288 kết quả Budget management
  • The thesis is based on hypotheses that current provisions on Decentralization of State budget management in Vietnam today is not relevant and insufficient, the effectiveness of State budget management is then not high. Therefore, the researching purpose and task of the thesis is to gather information, prove and find solutions for more appropriated decentralization of budget management in Vietnam, bringing higher effectiveness in the management of State budget.

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  • Working with friends is always a pleasure, but commenting on an outstanding product of friends is a greater pleasure. I have known Professors Aman Khan and W. Bartley Hildreth for many years. I now even occupy the same position at LSU that Professor Hildreth previously occupied. Over those years, I worked with them on several projects and found a great deal of joy in contributing with them to an improving literature of public budgeting and financial management.

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  • Tham khảo sách 'mental health policy and service guidance package: planning and budgeting to deliver services for mental health', y tế - sức khoẻ, y học thường thức phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • Suppose you are a rising star at work and the boss has given you your first assignment to head up a project. Depending on the nature of the project and what kind of work you do, you might have to engage in a variety of tasks that you haven't tackled before, such as assembling a team to complete the project on time and on budget, mapping out a plan and monitoring your progress at key steps along the way, using appropriate planning tools such as project management software or wall charts, and keeping your team motivated and on target....

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  • We decided to write this book when we discovered that a majority of the companies we talked to had dysfunctional and low-value added processes for budgeting, fore- casting, and financial reporting. And, as financial executives come and go, typically little is done to streamline these processes. Even when large amounts of money are invested in new financial software, the solutions are usually put in place based on the old, inefficient routines.

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  • Corporate financial managers continually invest funds in assets, and these assets produce income and cash flows that the firm can then either reinvest in more assets or distribute to the owners of the firm. Capital investment refers to the firm’s investment in assets, and these investments may be either short term or long term in nature. Capital budgeting decisions involve the long-term commitment of a firm’s scarce resources in capital investments. When such a decision is made, the firm is committed to a current and possibly future outlay of funds....

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  • Project management is a set of tools, techniques, and knowledge that,when applied, helps you produce better results for your project. Trying to manage a project without project management is like trying to play football without a game plan.

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  • Chapter 3: Cost Management. Cost management is the completion of the project management triple constraint of cost, schedule, and scope. Each of these must be completed in order to complete the project on time and on budget and to meet all of the customer’s expectations. In order to meet the cost goals of the project, the project must be completed within the approved budget.

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  • This third edition of The Corporate Finance Handbook is intended for the directors and owners of businesses whose continuing prosperity and growth depend upon putting in place and maintaining an appropriate balance of external funding.

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  • If the very thought of budgets pushes your sanity over the limit, then this practical, easy-to-use guide is just what you need. Budgeting Basics and Beyond, Third Edition equips you with an all-in-one resource guaranteed to make the budgeting process easier, less stressful, and more effective. Written by Jae Shim and Joel Siegel, the new edition covers Balanced Scorecard, budgeting for nonprofit organizations, business simulations for executive and management training, and much more!

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  • Chapter 19a: Question about PROFESSIONAL RESPONSIBILITY 1. You are a project manager working on a project to market a new product. The deliverables of the project have been established, and the project work has begun. A contract to deliver the deliverables has been signed. The customer who has signed the contract has telephoned you to request additional work to be done on the project. This work will affect the budget but not the schedule of the project. This project has a high priority with your company. What should you do next? a. Do what the customer asks you to do and...

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  • In beginning to write this chapter, I tried to find words to “sugar coat” the title. Perhaps the word “budget” could be avoided altogether. Words like “financial map” or “operational guide” might be suitable alternatives. After all, for those of you already in the workforce, you probably associate the word “budget” with “dread” or “drudgery” or some other less than flattering term. No doubt, some employees will question the need for a budget.

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  • Chapter 17b: Answer key about CONTRACTS AND PROCUREMENT 1. Answer: b A statement of work is the description of what the project is about and what will be delivered. The project plan is complete and contains the detailed work that the project will do, complete with task descriptions and schedule, cost, and scope baselines containing a real schedule and budget. An exception report describes items that are not as planned, and a Pareto analysis is a quality management tool used to prioritize defects into the most frequently occurring. 2.

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  • An emphasis on intuition—the authors separate and explain the principles at work on a common sense, intuitive level before launching into any specifics. 2) A unified valuation approach—net present value (NPV) is treated as the basic concept underlying corporate finance. 3) A managerial focus—the authors emphasize the role of the financial manager as decision maker, and they stress the need for managerial input and judgment.

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  • Some 20 years ago, after years of teaching corporate finance and writing related textbooks and casebooks, I began teaching healthcare financial management in the University of Florida’s Master of Health Administration (MHA) program. The move prompted me to write my first healthcare finance textbook, Understanding Health Care Financial Management. The book was designed for use in health services administration financial management courses in which students had prerequisite courses in both accounting and corporate finance.

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  • Rob Reider, CPA, MBA, PhD, is the president of Reider Associates, a management and organizational consulting firm located in Santa Fe, New Mexico, which he founded in 1976. Prior to starting Reider Associates, he was a manager in the Management Consulting Department of Peat, Marwick in Philadelphia.

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  • Tham khảo sách 'guide to budgets and financial management', tài chính - ngân hàng, tài chính doanh nghiệp phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • Project sales revenues and expenses. 2) Estimate current assets and fixed assets necessary to support projected sales. Percent of sales forecast Budgets indicate the amount and timing of future financing needs. Budgets provide a basis for taking corrective action if budgeted and actual figures do not match. Budgets provide the basis for performance evaluation.

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  • Chapter 2 PROJECT SCOPE. Project scope is the description of what the project will produce. Starting at the beginning with project initiation, the project team builds the project information step by step. According to the PMBOK®.Guide, the processes related to Scope Management are The steps are as follows: 1. 2. 3. 4. 5. Great Idea Project Charter Scope Description Scope Management Plan Work Breakdown Structure 26 Project Scope Once all of these steps have been completed, the team will have a solid description of the scope.

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  • Basic Skills: (Time value of money, Financial Statements) Investments: (Stocks, Bonds, Risk and Return) Corporate Finance: (The Investment Decision - Capital Budgeting) For Investors, the rate of return on a security is a benefit of investing. For Financial Managers, that same rate of return is a cost of raising funds that are needed to operate the firm. In other words, the cost of raising funds is the firm’s cost of capital.

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